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The Impact of Mutual Ownership on the Management and Governance of a Football Club

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Any business organisation must adopt and implement the essentials of business management and corporate governance principles to ensure its survival, expansion and sustainability. A football club, as mentioned earlier, is also a commercial enterprise that has established a managerial hierarchy and board of directors, which work in collaboration to formulate and implement various short and long-run business strategies that enhance the trust of investors, partners, customers and other stakeholders. Indeed, this improves internal efficiency, effectiveness and corporate performance (Michie and Oughton, 2005). The mutualisation of a football is a step-by-step procedure.

The first step in this process is to ‘ acquire all the shares from existing shareholders’ followed by the second step that involves the ‘ cancellation’ of entire treasury stock. The last step is about ‘ re-writing of club constitution to reflect mutuality’ (Michie, 1999, p. 16). The administration does not necessarily enjoy similar powers and authority that it had before under a private ownership model. In addition, a supporter starts playing the role of organisational watchdog, which in turn though apparently, ‘ increases the accountability’ of club’ s managers and strategic planners their members (APFG Report, 2009, p.

15). To elucidate the scope of the aforementioned argument raised in APFG Report (2009), it must be emphasised that mutual ownership does assist in mitigating issues related to poor management because of direction from members; however, accountability tends to decrease because of highly dispersed members in comparison to the private ownership model. In simple words, the argument in APGP report has no real scope as it can’ t be supported. In short, the above provides the evidence of what structural and management changes may place during and after transformation from private ownership to mutuality.

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